Chapter 1 Introduction
An Integrated Approach
Invitation for Readers
Part I - Insights into Transitions
Chapter 2 Transition Perspectives
Transition Blindness
Transitions - We Don't Know What We Don't Know
Impermanence Versus Our Western Mind-Set
Working With Transitions
Summary
An Invitation For Self-Inquiry
Notes & References
Study Tip
Chapter 3 Territories of Transitions
A Shift In Perspective
Tibetan Bardos
The Impact of Transitions Honouring Complexity
The Transition Cycle
Case Study 3.1 Individual - James's Shift in Perspective
Case Study 3.2 Team - Ending Known Project Practices
Case Study 3.3 Organisation - Creating New Operational Functioning Exploring Edges
Summary
An Invitation For Self-Inquiry
Notes & References
Chapter 4 The Impact of Transitions
Ambiguity Anxiety
Case Study 4.1 Organisation - Moving Towards Safety in Silos
Case Study 4.2 Team - Moving Against Dysfunction
Case Study 4.3 Individual - Move Away From Risk
Why Is Ambiguity Challenging?
Working With Ambiguity
Case Study 4.4 Expressing Feelings in Community Services
Case Study 4.5 Forms of Engagement in Retail Change Team Case Study 4.6 Conditioned Perceptions of Tom
Organisational Politics
Summary
An Invitation For Self-Inquiry
Notes & References
Part II - Transition Leadership
Chapter 5 Self-Insight
Contextual Transitions of Leadership Practices
Core Capabilities
Case Study 5.1 Cath's Evolving Capability Journey
Core Capabilities & Ambiguity
Aligning Capabilities With Business Requirements
Case Study 5.2 Ralf's Offshore Challenge
Capability Mapping
Summary
An Invitation For Self-Inquiry
Notes & References
Chapter 6 Team Transitions
Stages of Team Development
Flexibility of Leadership Styles
Case Study 6.1 Stuck in Stage 1
Case Study 6.2 Transitioning From Directive to Consultative Case Study 6.3 Transitioning From Consultative to Participatory
Case Study 6.4 Transitioning From Participatory to Democratic
Case Study 6.5 Transitioning From Democratic to Directive
Conflict-Handling Approaches
Summary
An Invitation For Self-Inquiry
Notes & References
Chapter 7 Creating Supportive Environments
Distribution of Power
Complexity & Ambiguity = Fear or Potential
Case Study 7.1 Revenue Generating Approaches
Holding Discomfort & Concern
Case Study 7.2 Cath's Primary Professional Needs
Creating Supportive Holding Environments
Case Study 7.3 The Anguish of Andy
Case Study 7.4 Executive Team Anxiety
Summary
An Invitation For Self-Inquiry
Notes & References
Chapter 8 Transition Practices
Clarifying Purpose
Systemic Integration
Understanding Operational Functioning
Case Study 8.1 A New Client Relationship Management Approach
Transition Strategies
About the Author:
Catherine Hayes is an Organisation Development, Culture Transformation and Transition Leadership specialist. With 30 years of improving operational and business performance through, systemic problem solving, designing, leading and facilitating organisation-wide transformation programmes. Following two Executive Organisation Development roles in the Financial Services, Catherine transitioned into consulting in 2007, where she has worked across a broad range of industry sectors.
Working in partnership with CEO's, Boards and Executive teams, Catherine supports organisations to understand and navigate complex, development and transformation challenges to deliver tangible results. Catherine's passion and vocational purpose is supporting leaders and their organisations to embed Transition Leadership capabilities into their operational functioning. Enabling leaders to utilise and replicate factors of success to enhance organisational effectiveness and create sustainable operational and business performance.
Combining her practice and applied research with Buddhist philosophy, business and clinical psychology, Catherine has created transition diagnostic analytics and tools that support insight into the complex operational functioning of organisations. She utilises her transition leadership methodology and development approach to enable leaders and their workforces to acquire transition capabilities while implementing their transformation agendas. She also runs the Transition Leadership Series for Executive MBA's at Cass Business School.
